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Concept of Syntegration in Sales | Professor Fredmund Malik

Gallen in Switzerland. How you doing I’m doing very well? How are you doing? Thank you for inviting me for this collegial talk yeah, absolutely and for those of you who want to wear.

Dr. Malik is scientist author advisor educator and chairman of the management centers and Gallants Whitson under the Mallik Institute for complexity, management, governments, governance and leadership. Friedman has written a number of books and, to be honest, this is one of those occasions where I can say I have read a number of those books and we ourselves here at pipeliner, followed the thematic management theory and find it it has transformed the way we Do business so it’s excited to to talk to you today.

So what I wanted to talk about is this concept of integration or superest integration and, first of all, maybe for everybody here. Maybe if you can just define or explain what’s integration is, did you say to make something clear? You did really read the book, so you didn’t. Oh, I did yes, yes like no. I did. I read the books. In fact, you know we. We we followed the. We follow the management theory here at that pipeliner, okay, okay, well, this integration is an artificial.

It’s a creation of words. Combining two words name is synergy and integration, so sin a duration and what it actually means is bringing together quite a number, a big number, a large number of people to join in in a highly harmonious symphonie, one could always almost say in order to interconnect our Knowledge is from very many fields, creating something as a rule, totally new to a leading question, which is important, has been selected by the board or whatever Authority in their organizations to be of utmost importance.

So so this concept, I think, becomes even more exciting when you think about that organizations are, are no longer they’re, no longer restricted or homogeneous or even one-dimensional, because they can now have a mixture of like full-time employees, part-timers contractors, some office space, some remote spread around The world, so this idea of bringing all these skill sets together. It’s almost like it’s time has arrived, because now you don’t have the restrictions on getting to the expertise you need.

Yes, that is true, and it depends of course or it is. It follows from the technological breakthroughs we have done in the last couple of decades by the use of cybernetics of computer technology, of more than information and communication technology which follow from these Sciences. And so, at the first time in, let me say in the practice of management actually, which is very old one actually, because people have all always had to manage their the destination their daily life.

But for the first time we are acute with totally different technologies. We have not so far, at least broadly speaking, followed up with the organizational setups which is needed, so you have painted a very, very colored and good picture of all those combinations of things which we’re quite a couple of years, unthinkable, mm-hmm and – and it’s it’s funny – That you should say that about the organization’s not catching up, because it’s it’s quite ironic, and I and I find this all the time.

Is you see openes who have disruptive or innovative business models or products or services and they’re highly creative, innovative companies, but when they make the breakthrough, they then create very, very traditional, hierarchical companies. They bring people together and they build offices and they adopt extremely traditional models, which seems almost at odds with their disruptive. You know business models or breakthrough technologies, so so how do companies start to catch up? Because that’s at that obviously is going to impact at some stage the way you operate.

In our case I mean practically all of these, or most of these startup companies start with technology, some sort of digitalization, of course, that’s very understandable. These are the young people who are becoming very familiar in their university years or whatever, even as amateurs, but we did it the other way around just by accident. Basically, we started with the organizational said no wanted to know.

How would organizations look like if we, if we looked at them or try to understand them as living organisms? For it is a metaphor, a picture which will help many so interconnected systems, organizationally people and all the departments and whatever we have? And this is an offspring of cybernetics too. So I would like tend to mention just a little bit fact that my kind of management is a twin brother to digitalization yeah and and, as I said, I mean we follow your management theories here and found them to be extremely effective in in how it helps Us operate as an organization, so how much does this change this access to talent across the globe and in in different mode? As I said, you can have full-time employee contract.

You can scale your business now with a lot of variable resources, because you’ve accent access to them. That’s going to change the balance of power somewhat because in in past times it’s like you have companies, maybe you have like Silicon Valley and it’s all concentrated there and that’s where people need to be and that’s the balance. But now we have the potential for some kind of sort of global democratization of resources right absolutely, and it’s done that it’s worldwide possible.

Basically, let us build a way for a moment political fact: difficulties between different countries, China, the u.S. Etcetera cetera. There are still some career, but even they become very, very they become penetrated by technology, basically and by what technology transports and interconnects these days, namely intelligence by the way of information and communication in totally new formats, yeah and obviously, with the digital.

With the with the spread of broadband and now the promise of 5g, the the ability for people, as you say, across the globe, to be able to contribute to the to to the digital world, is going to grow exponentially right absolutely and what grows the fastest is Complexity, so let me let me point to the fact that for the first time in history, due to technology, I mean what I should say first is that it is not digitalization or digitization.

However, one pronounces it particularly in your country, it is not really new. We have the idol the last analog computer in the 1970s or so so that’s not really new, and we had already a big big company by the name of digital equipment. You might remember, and his very very famous founder canossian. The thing is, or the point is, what does digitization really allow us to do, and this is for the first time in history we can interconnect everything to everything else globally and this will be sort of an Omega state.

So to speak – and this is the power which is already working in nature, but in evolution by bringing up totally new things, creativity, amplification of intelligence, combining it the connecting everything with everything else, basically, globally. It will last a few years until we achieve that state really. But the technology is there and examples of this means that I mean the driving forces. You interrupt me please, no, no go on do not go head to head.

The driving forces are, of course, these technologies, but it’s not only the computer side. It’s only the biologic. It’s also the biological ones, so the bio science has become very, very important with the help of the computers, and this is one driving force. Another one is the demography I mean in. We have a lot of demographic issues and challenges. Another one is ecology, of course, and the ecosystems become all the more important and then we have also the indebtedness, the economic situation at now, but the strongest right, the most powerful driver is, in my opinion, complexity.

What comes out, interconnectivity is what we call complexity and many people shy away from it and they want to reduce complexity. On the other hand, some some things have to be reduced, probably, and in some instances it is okay. So, but on the other hand, our brains are the most complex apparatus, so to speak organs there are some ten hundred billions. It’s hundred billions of of nerve cells are interconnected in so and so many trillions of time, and this is the basis of our intelligence and our knowledge and even our emotions mm-hm.

And it’s interesting that you talk about the complexity, because, obviously yes, when you get this global democratization, etc, then it it does become more complex to manage all of this. But at the same time you have mentioned cybernetics a couple of times, and you said you know about complexity, so we we also adopt cybernetic principles in our in our products. So how does cybernetics play into this whole scenario? Cybernetics is what whole systems together.

So it is the capacity of self-organization it brings in the capacity to self regulating system to amplification of intelligence, for instance by again interconnecting parts of knowledge. Knowledge — is which are apart so far, but if we interconnect them – and there is a huge outbreak of creativity, for instance, amplification of of intelligence – I already mentioned unfreezing of knowledge, which is otherwise stuck in these silos of the conventional organization, and this gives us an Enormous amount of freedom, also in the emotional sphere.

Basically, because, with the very methodology of cinta Gration, which you meant of our conversation, we can set free the emotions of people in a way which was never even before yeah and so and so getting back to what we’re also talking about. So this raises huge challenges. Then for organizations and how to restructure themselves to be able to take advantage of all of this and, as I said earlier, even the most innovative companies tend to default to very traditional modes of operating and and and the structure and organization.

So now organizations are going to have to become more creative in how they organize themselves correct, exactly they become brain-like, and we actually and explicitly are using together with this integrational and methodologies the model of viable systems as we call it, and this is a model actually Of the human nervous system, which belongs to the most complex, but to very build functioning systems – and this is our hour – let me say our model – we are following because it works so well and we are all familiar with it or at least partly so, and so We are building organizations after that particular model and using cinta Gration as a radical, but then there are totally new kinds of strategy, for instance – and you mentioned the word – the concept of effectiveness at the very beginning.

We are after what we call a culture of effectiveness. So cultures may have many many different formats and one needs several of them, of course, but one thing is how to make all these things effective if in the rising complexity of the various parts of the world – and this is still or has been so far, an Unsolved problem, but we are very close to it. Yes, because, as I said, you know having read your books and and adopted your management and theories, you know focus on the results and effectiveness, and your obviously key to that – and I do feel sometimes you see and there’s a danger here as well as with these Organizations Asians, that the the journey becomes the focuses of pose to the outcome.

Yes, you are very that’s a very good big picture. You are you’re painting, so with the tools and, of course, sciences we are using. We can speed up the working of organizations by. Thank you pocket a factor of 60 to 100, not just six percent or ten percent, which would already be a lot of, but a factor of time, sixty two hundred creating the strong will by people to really change her make use of all these things unfreezing the Emotions and, by the way, the good as opposed to the bad emotions that are there and in many organizations I would say almost in almost all of them.

Quite the problematic emotions are predominating instead of the other ones. Creating a strong will to change your set already. So by using these methods, these social technologies strongly based on the server netic principles, and so but so when you talk to organizations and you do a lot of work with big organizations and what are some of the obstacles or or the resistance you see to this Kind of breakthrough thinking I mean there are quite a number of persons who just cannot imagine.

It is strange. It is like science fiction’s and things like that, and in a way, yes up until, let me say three, four or five years ago or ten make it ten years ago, it was already one could dream about it, and now it is at least becoming reality, and We have already applied that for almost 1,000 times and it never failed and not only that, but it performed so excellently that the satisfaction rankings are between 90 and 100 on a scale of 100 and this astonishes people and in particular also those.

Ladies and gentlemen, in the top ranks because they are suffering from the organizational obstacles to there are so many highly talented persons up there. But then how can they really master and move, let me say accompanied with 400,000 people or make it 40,000. Even that is a very complex organization, and and and and obviously you know, that’s that’s why the temptation then just to put in hierarchies and put in lots and lots of layers of middle management comes in, but that model doesn’t really work when you’re bringing like which It’s integration when you’re bringing talent together for projects or to solve problems or whatever those models start to break down yeah, so it is, and partly we can compare it.

Let me say to a symphony: orchestra know whom of our listeners love for classical music, but on the other hand, if they love jazz, for instance, it is about the same thing. No people can harmoniously work together play together. There is a yes, there is a melody on that basic, but then you can improvise around it and it always comes together to give something better, which is more than just the sum of its parts and symphony some may like better classical music.

Then they can imagine what it actually means, but then we go very much beyond the number of people who constitute the Symphony Orchestra. We can amplify that we can proliferate that kind of interplay and then to change yeah. So it’s it definitely has I mean the division. I think for anyone listening, I mean it. It’s a very exciting one, as I said where you can bring together. All of these different skill sets and creative minds and problem-solve and bring them all together and source them to solve problems and and to you know, achieve the results that you’re looking for.

But, as we said, it raises some challenges for people who have very traditional ways of thinking when it comes to to organizational culture. So what would you in in in the last few minutes here? What are some of the things? How would you advise organizations to start this process or to truly start examining whether they should be looking at an evolution of how they operate? There are very, there are several points to start with.

One is, for instance, to consider just as if it just to compare the organization with a living organism. I do not say that organizations as we have them are living organisms, but anyway they are populated by living organisms. So there is at least for now, and there is a certain comparability. Let me put it like that and then, if we let our ideas flow and say let us assume our company could be a living organism.

What should we have to do? I do not say that organizations already are like living organisms, but we can. We can think about that see and then there come up a lot of creative ideas to stop it. That is one thing another one. If one expands on that idea, you come to the ecosystem, so the word ecosystem become. These are the natural, interconnected kinds of populations plants animals whatever. So this is another good picture which is very attractive to quite a number of persons, another one we have already.

Basically, some of these cybernetic organizations so, for instance, the regulation of the international air traffic air traffic control. We have some 200,000 flights every day Dayton around the globe in every weather, condition and practically nothing happens. So there are already some such instances and examples which one can study and then it flows quite by itself see so the fantasy of people is already stimulated and ignited and they like these kinds of ideas and in particular all of them see, but enough of them On the highest ranks because they see they, they get an idea of how to unleash the potential, which is, let me say, below them, in the organizational excellence which are badly badly needed, and they know that they are yeah and and and beyond.

The organization. As we said now, with the access to all of these resources across the globe that can be brought in where you can bring in specialists for a time, you know in a way that you never could before well live. If this in the Friedmann, this has been a, this has been a fascinating conversation, and I think we could go on for a lot longer we’re scratching the surface, but want to do. I wanted to thank you for your time today.

I also wanted to thank you for for your work. As I said, we have adopted us here and it’s made. It’s made a big difference to us, so I would really encourage people who are reading or listening to go and check out. Professor Malik’s work. His management theories and his other books, because there I think you’re going to find that they’re quite transfer transformative. So again, I just wanted to thank you for your time today.

Thank you very much. John was a pleasure to talk to you. Thank you for your wonderful questions and their stimulating conversation. My name is John golden says. Pop online sales magazine pipeliner CRM, CEO for another expert interview really soon. Thank you.

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Consistency in Sales with Weldon Long | Sales Expert Insights Series

How you doing! Welcome yeah, I’m doing great man thanks for out thanks for skyping, looking forward to this yeah and for those of you who may not know Weldon, he is and a lot of you already do. He is a New York Times best seller with the power of consistency. He’s an entrepreneur sales expert: he has driven fortune 5 fortune 5 size and companies to unbelievable heights in revenue generation.

So Weldon really looks really knows what he’s talking about, and what I wanted to ask Weldon about today was about his book, the power of consistency and – and why is consistency so important for sales number one and second? Why is it something that perhaps we overlooked a lot at the time? Yeah, that’s a great question. You know, I think the the benefit of consistency is very simple. We all know that consistent sales activities produce consistent sales results, random sales activities, random sales results right.

It’s not rocket science, if you think about the operations and manufacturing side of business, let’s think of a computer chip manufacturer if they used on a random process and their engineering and their development and the manufacturing of their chips, they just kind of walked in the factory. Each day – and sometimes they do this – and sometimes they do that – we all know that the quality of the computer chip would be really really bad without a lot of unhappy customers.

So we understand instinctively from a manufacturing operations perspective that we have to have a process. Unfortunately, when it comes to sales, we don’t apply that same level of the need for consistency. We oftentimes think that we could just kind of show up on a sales call, and just you know, rely on our wits and our communication skills. The problem is, if we don’t have a consistent sales process, we’re not going to have consistent sales results.

In other words, when you look at a sales process, kind of the basic four components build a relationship investigate the problem solve the problem. Ask for the order, if we’re random in that process, then we’re going to get the same kind of results that the manufacturing facility would get if they had a random manufacturing process. We’re going to have very inconsistent sales results. So when I talk to salespeople, you know it’s like if, if your process are your results, rather, if your results are sometimes good and sometimes bad and sometimes good, and some that is by definition, random results yeah those random results are not coming from consistent sales.

I totally agree with you, so why is it then that in some areas of sales there has been this resistance to the idea of process or consistency, and some people will hide that behind the you know, it’s a kind of an art, and I do it my Way and they do it their way, and I just you know I don’t want to interfere with it and processes for other people, it’s not for us. Well, I think that it’s a great question, John, listen salespeople.

We tend to be a little bit more on the creative side versus you know the the organized side right, it’s kind of what makes us good. We have great communication skills, we can schmooze, we can kiss hands, we can shake babies or whatever that thing do all that stuff, and we kind of look at you know a sales process as being put in a straitjacket right so exhibiting used to often say that If you don’t have a sales process, in other words, if you don’t have a process you have to have when he call they can the presentation to be successful in sales.

Now, if it sounds like a can presentation, you’re going to be toast right, but you have to have a process. I think we resist it. There’s two reasons number one. I think we see ourselves as more creative communicators and we don’t like the restrictions. The kind of the process kind of puts on us and we got to be in a straitjacket, but I think the other thing is – and this is a big part of my book, both in our consistency and my new book consistency selling.

The bottom line is that we all face challenges in life and those challenges come down to three types: money, problems, relationship problems and health problems and the key to success in sales. The key to success in life. He is learning how to prosper in the face of those challenges right. It’s not that successful people somehow avoid money problems or avoid relationship problems or avoid health problems.

Is that they’re very good at dealing with those things and what happens off times? Is that we’re going out or making a sales call, and we have some personal problem or some financial problem, and it distracts us, and so we just kind of wing it this. The the key to success is learning how to prosper in all areas of our life. In the face of those challenges, that’s what I really talk about in both of those books.

You know how do you, how do you thrive and prosper in the face versus my life is? My life has been a textbook example of diversity. I spent 25 years of my life on the streets. I spent 13 years in prison when I was thirty years old, I was living in a homeless shelter, so I know all about adversity. What I’ve learned is that, if you can learn to deal with that adversity and prosper in the face of that, that’s where success comes in in terms of the process, consistency has kind of two folds and we can talk about these in detail number one.

Is the sales person sales professional doing the same things over and over? The second component of consistency is from the consistency theory right. So if I tell you as a customer, if I tell you that price is not the most important factor in my decision mmm-hmm and the hour later, I start you know complaining about the price right yeah. Those are inconsistent statements and the key is to hold prospects accountable to their previous declarations.

So and it’s interesting thing about the adversity piece right, because sales is all about adversity right because I mean it’s the one, it’s the one, it’s the one job where know is for you here know more than anything else right. So what is the key to learning? How to face up to adversity rather than outsource it? If you like or just say, oh well, there’s nothing I could do you know the reality is every time we come into a sales opportunity, there’s going to be difficulties right, there’s going to be obstacles, we’re going to have customers who want a cheaper price, we’re going To have customers who want to think about it, we’re going to have customers who want to talk to our competition.

The key in sales, just like in life, is learning how to thrive in the face of those obstacles. The key to that is to have proactive discussions with our prospects, proactive discussions. So, for example, let’s say I was selling you a new car, then before I start talking to you about selling the new car, I’m going to ask you a simple question: I’m going to say John again in the course of buying a new car, I’m sure that Price is going to be something that you consider.

What’s going to be one of the things, that’s you evaluate correct, mm-hmm. Well, you know I’d like to share with you an article from edmunds.Com that talks about the ten most important factors that we should consider when buying a new car and, as you can see here, price is number six. You know the reputation, the service department, the the appropriate, the type of car for your needs, and all these are the factors.

So let me ask you John: would you agree or disagree with with edmunds.Com that there are a few factors that are as important, perhaps even more for than the chief price yeah? So if I get you to make that concession upfront now I now already I’m trying to sell you a car and I’m going to ask you to sign the paperwork on a car, and I want you to raise the price objection. So John misses the car. I’m going to recommend this is a perfect car for you and your family based on.

I think I’m worried about you and the time we spend together. So the only question I have is that when you trust me with this recommendation for a car, I’m still a bit, it’s still a bit off on the price. No, it’s a big decision! John! I don’t say that completely, but you know earlier you had mentioned that you agree with Consumer Reports. That price was not the most important factor in your decision as that changed our time together.

No, no! No, no you come to mention it. It hasn’t really well great. With the information I’d like to start the paperwork: well, the key there is public declarations dictate future actions and it’s based on a psychological principle of cognitive dissonance, and I looked at on my read. It is three o’clock and I forgotten, like oh, I forgot to pick up John, that anxiety is called distance when humans feel dissonance.

We want to get rid of it. So what do I do? I picked the phone up and I said John I’m going to be late. I’m sorry I’ll be there, but I do something to get back into a state of residence, so I can feel better about Who I am as a person. The same rules apply in sales. If I can get, you acknowledged, price is not the most important factor and then you bring it up later. I simply remind you, it’s conversation, you’re doing with spirits, dissonance right, because you did say that an hour ago and you’re going to feel anxiety well as the Sales Professional.

I’m simply going to ask you for the order again, which is metaphorically throwing your life preserver. So you can make a decision, that’s consistent with your previous actions right. It’s not the rocket science right using psychological principles and the sales principles to achieve the results that we want every day, and what I like about that Weldon is the fact that you’d you, as you said I mean you, didn’t sit around as a lot of you Know a lot of people when they’re in a selling situation, they’re dreading the obstacle coming up: they’re dreading the objection coming up.

You are like, okay, I’m going to just meet it head-on, I’m going to deal with it early and and then I’m going to have a fallback position later, if it, if it rears its ugly head again, but what I’m not going to do is avoid it right. You know people operate on the misconception that that effective sales – it’s about high-pressure effective sales, is not about high-pressure effective sales. Jon is about high service, not willing to extend ourselves professionally emotionally to our customers.

Part of that extension is that I have to you, know kind of have some insight and what I know what the objections are going to be if you’re selling your CRM, for example, that your company produces it sells whatever you know what the objections are every time That you’re going to sell it, there’s probably two or three or four that you’re going to face on 80 % of your calls. We should never be caught flatly.

We should never be caught right unaware. We have to anticipate those and, as you said, not dread. Those coming up but anticipate those coming up and approach them with like I knew this was coming. I know what you’re thinking before what you’re thinking, because I sell you, know software ten times a day, you buy it once every 10 years. I should know more about what the objections are going to be the new day, so it does not anticipate an answer about the hard work of sales, and that is what consistency comes in.

I know exactly what I’m going to say, depending on what objections, and I anticipate that you’re going to it’s. I think one of the other pieces about consistency well done. A few agree is that there’s there’s nothing worse than if you have an experience with the salesperson and then maybe you get to sale. Maybe you submit the car or whatever – and this has happened to me personally and then I call you up a week later because there’s an issue with it and you’re completely different person right so I mean how how important is it to because I always say like Chameleons make great pets and they’re lovely to look at and everything but salespeople they can be, it can be devastating right, listen, and this is part of the extending ourselves emotionally and professionally you’re, not just my customer before you sign on the line that is not a Year out of the homeless shelter, I started heating, an air conditioned company.

Now I don’t a first thing about heating and air conditioning, but I know how to sell so. I started this company and I focused on the marketing and sales. I hired the operations people by the way through that company. The 20 million dollars in revenue in five years in 2009 were selected is one of the magazine’s fastest growing companies, but the core foundation of that company is, I offered what I call the one year test drive right, so John again will roleplay and say you’re, my Customer you’re, my homeowner, I say John – have you ever bought something from a department store.

You didn’t like he’s a flashlight or something like that sure, and you decided you wanted to return that item. What happened when you went back to the store? Did they did? They shun you did they turn you out the door or they give your money back or any pot. Whatever you want yeah. No, there was a pretty simple process exactly well. I decided it should be the same way: the heating air conditioning industry so John.

What I’m going to do is to extend this offer. You’re, a one-year test drive I’m going to put in a brand new heating and air conditioning system, and I don’t want you to buy it tonight. I want you to try it for a year 11 months in 29 days at the end of that process. Any time during that first year, if you decide the system doesn’t work properly, you don’t get proper service. You don’t like to waste.

Someone from my company treated you on the phone. I will offer you the opportunity with one phone call to me: no brain damage. I will remove that system and refund 100 % of your initial investment. Now John. What does that say about the level of quality and service? I’m going to offer you if I have that kind of responsibility on my shoulders? Well, I mean obviously you’re going to you’re going to turn over every stone to make sure that you’re the best quality of service in all areas and every interaction the customer has with your business right exactly so John now, if you call me a month later, two Months over the problem, I have a responsibility and obligation.

I got to make sure you’re happy. I can’t that chameleon. Also I’m like who are you what’s they’ve done, I’ve got to make sure that you are taken care of, because I have a responsibility. You know that I have to extend to you, so did you ever actually have to take your system out? That’s a wonderful question. In the best question. The reality is in 20 dollars of sales. In five years. I never had to return a system.

I will tell you: there were a few opportunities where I did it, because I wanted to sure I remember. For example, we had a customer. Her name was Sarah Parker. We installed a very expensive system to her high-efficiency system and on eight months later, she calls me up and she wanted us to come and install a less expensive system and refund her the difference when I I said well, what’s wrong with the system, she said, nothing’s Wrong with the system, when I’ve been diagnosed with cancer and I’m having to leave my job for treatment, I got to sell my house I’m trying to get all my money together.

When I understood what happened the situation she was in, I said Sarah, you keep the system and let me refund the difference, and so I didn’t have to, but I did it by the way. The letter that I got from Sarah Parker, in my estimation, was worth 20 million dollars, because that letter was the foundation of my sales process. We have to sell with integrity, we have to deliver service with integrity. One of my mentors was Steven Covey, who wrote the seven Habits of Highly Effective People, and I learned something, as I often say, values are knowing what to do.

Characters having the strength to do it and integrity is doing it when the push comes to shove. Right in the rubber meets the road you have to be a by the way, I would tell all of our business owners sales professionals out there that the way I looked at that kind of return of money as marketing money, because it was the best marketing money. I could ever spend because my next 10 customers next 100 customers.

They were going to hear about that story and never going to read that letter with me. I promise you so I mean so as you guys as you’ve outlined beautifully here. There is a huge economic value to consistency right to the consistency of whether you’re just an individual sales person or an organization, but take it down to the level of a sales person right if you, if you provide a consistent level of service and really well.

If I do that to you right, then you’re likely to recommend me, but I have to deliver that to every single person who recommends me right. I have to deliver it to the next person. The next person, the next person, absolutely is really important. Listen people all communicate in different ways. Some people will read and learn. Some people read articles. Some people hear some people are tactile learners like they learn by touching things.

Some people learn through emotion and stories. So when I create a sales presentation form, is I incorporate every form of communication in the sales presentation? The reason I do that is, I don’t know for sure what a particular customer I don’t know how they’re going to connect with me. Are they connected to the story? Are they connecting to the product demonstration? Are they connecting to what they’re, seeing or reading you never know for sure, so we incorporate all of these forms of communication to a prospect.

If I have consistency – and I do my sales process the same way every time I’m going to hit every one of those communication medium right, so I’m going to connect with you at some point. If I start picking and choosing which part of the presentation I’m going to use, I may skip the form of communication that would have run you over right, say you can’t be random in this process. You have to hit every form of communication with your prospects.

They have to see pictures, they have to hear stories, they have to touch products and experience products. They have to get emotional, they have to have logic. They have to have all these various things, because I’m going to connect with you on one of those. If I start reading – and we decided I’m going to try this I’m going to try that I might miss the one thing that we run you over as a customer, so at the essence of what you’re a lot of the essence of what you’re talking about here Is obviously, you know consistency of execution, but it’s preparation and planning to write, because you can’t be considered.

You can’t do what you just said about having a presentation that hits all the different you know: learning styles or whatever information receiving styles, unless you’ve done your homework here, my desk. This is for a 50 million dollar company in California, and I developed their presentation book and their job is to go to this book. Tell the stories I teach them to tell ask the questions. I teach them to ask and, throughout the course of these 10 or 15 pages, we’re going to touch on every one of those communication methods right, I’m going to connect with somebody at some point.

I do the same thing with FedEx. I do the same thing, but Farmers Insurance. I do the same thing with Wells Fargo. You got to communicate and do it the same way every single time, if you, if you manufacture computer chips and you do it randomly you’re, going to have really poor quality result, and what about with you know when a a prospect or whatever starts to take you Off track and you’ve started starting to feel like.

Oh I’m, never going to get to these pieces or I’m going to miss something and the I’m. Obviously I’m trying to be accommodating here and go down this. You know rabbit hole with them. How do you? How do you advise as people to control that situation as best they can given the fact that you have to react to the customer? Great great great question number number one. I rely on the process because I’ll follow the process and let’s say I’m on page five of my process.

Now again you can’t sound like a possum. It can’t sound like an presentation but less than the phone rings and the prospect gets distracted with some other issue. In their business or if I’m in home sales, one of the kids comes around crying for mommy right. When the dust settles on that distraction, I can bring them right back where I was right. So I stay on the past. The other issue you mentioned the rabbit holes.

This is a really important issue. I’m glad you brought it up. You don’t have to chase every rabbit down every hole a lot of times with people, especially when you use a consistency theory to sell. When I reminded you, for example earlier that you said, price led the most important common things that home what other prospects will do, is they feel that nervous energy because hey, I did say that an hour ago and they’ll start going down rabbit holes? Oh well, I got ta go on vacation next week to my brother-in-law.

I got ta talk to him and my kids, down to the doctor and they’ll come up with every distraction. All you have to do is to when they finish speaking acknowledge. Yes, I understand it’s important to get your child to the doctor. I important I understand it’s important to go, see your brother-in-law. However, with your permission, what do you say? We start the paperwork, and so I ignore the distractions, because when people get nervous, it’s a very common human behavior, we get nervous.

I ramble mm-hm and people will do that. The problem is a Sales Professional, sometimes those ramblings which are just on nervous energy. We start taking those as legitimate objections and we start next thing. You know what do you feel about the vacation, these rabbit holes like you’re, talking about and next thing you know we’re having a different conversation. Do you have to stay on Rails, especially? We gets the closing sequence right because that’s the most common time, people will try to distract you and get you off.

You got ta be on Rails. You don’t know exactly what you’re going to say during your closing sequence and you have to stay focused. Whatever obstacles come up, you simply remind them of what they said earlier and come back and ask the order yeah, and that is about preparation, as you mentioned. If I go back to Stephen Covey, the four quadrants of time, quadrant two is planning preparation and prevention.

We have to take the time to practice. Roleplay prepare ourselves. So when those objections come up, we’re on Rails right, we don’t get distracted because we’re the professionals we sell. Whatever we sell every single day, your customer probably buys it once every few years, lady once on a lifetime right – and I think that’s it – that’s an important thing to add there is that idea of when you do get down to the end of the process and As you say, maybe I only buy it once or a year or twice.

Oh maybe this is maybe it’s in a b2b. Maybe this is the first time the company is trusted me to make a big purchase and there’s a lot of emotion attached. There’s a lot on my back, you know, and so I’m bound to get nervous towards the end, I’m bound to start thinking. Am I making the right decision so if you can anticipate all that and, as you say, not get caught up in my anxiety but rather make me feel better than obviously there’s a greater chance of closing the deal, this is the bottom line.

Is everybody gets nervous at the end sales professional gets nervous, we’re talking about money. The prospect gets nervous because we’re talking about money, the reality is, it causes us emotional pain. We spend money, there’s a lot of scientific research about that that we spend money. It causes the emotional pain centers our brain, to become very active, the same way as if our dog dies. It’s an emotional experience, so we have to make sure that we are staying focused so that we don’t get distracted by these things.

At the end of the day, I tell people listen in sales, you have to be friendly, but not every prospect or customer. Is your friend hmm at some point you have to be the professional at some point you have to be the physician who delivers. You know the news you have to have the surgery. We have to do this, it’s in your best interest and we have to be willing to kind of you know what I, when I tell people it’s a that sounds a little corny.

I guess, but you have to be willing to jeopardize the relationship. Some salespeople are so good, the relationship they never move into closing because they don’t want to seem like the salesperson. You have to be both. You have to have the relationship and then you have to courage the conviction, the commitment to ask for the order and to hold this person accountable to the process right. It’s not always fun to do, but listen.

You know Zig Ziglar used to say if you can’t close you’re going to have skinny kids, here’s the bottom line at the end, that’s what I teach salespeople whenever I talk to them when you’re at when you have that moment where you know you need to ask For the order, but you’re afraid that they’re going to be offended, are you afraid they’re going to somehow be disappointed because all the sudden, your sales professional, think about this think about who’s going to be disappointed? If you don’t ask for the order you know who it is, is your family and the people who count on you to bring home the bacon right to bring home the money to pay the bills to provide a quality of life? Am I going to disappoint them by being afraid to ask for the order, or am I going to risk? Maybe just maybe this prospect thinks I’m awesome a salesperson.

If I got to disappoint somebody, I’m not going to disappoint my wife and kids. I’m never going to come home to my wife and kids and say: hey guys. We can’t go to Disneyland, we can’t go to private school. We can’t do this, the kid that, because I’m too big of a candy-ass never going to happen yeah and by the way I always say to people when this comes up. Is I hate to break the news to you, but they know you’re a salesperson going on exactly listen Weldon.

This has been fantastic, so just before we go, can you tell the people when the new book is coming out and a little bit more about you yeah? So consistency selling comes out October, 2nd it’s available for presale, go to Grover long com. There’s an offer. We have you. Click on. You buy the book through Amazon. You put your order back in and I said that we said like an hour’s worth of article training on the mindset in the sales process.

It’s super super powerful content and we’re just time to promote the new book so dirty water, long, calm and you’ll see it or go to consistency. Selling, calm and you’ll see the awesome grades. Listen. This has been fantastic wealth and my name is John golden says. Pop online says magazine pipeliner CRM SEO for another expert insight interview really soon. Thank you. So I encourage you to subscribe to sales popped on net.

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Sales Training | What To Do When You’ve Just Lost A Sale?

Don’t ever bring your fridge, your clients may not be buying from you right now. It doesn’t mean that they will not buy from you in the future. So always enough nicely. By wishing your clients all the best, if you can stay connected with them, that’s even better add them on Facebook so that they can constantly be reminded about you, your service, and you never know, maybe in the future, when they really need your help again, they will Contact you that’s why it’s so important for you to continue to focus on providing them value through social media and if you are wondering what kind of content that you should post on social media, to continue to create that kind of value that your clients need check.

Out the article right here, because I share with you my three simple steps that have allowed me to generate more than five to six figures, just using social media number to reflect on the sales process. There must be a reason why you’ve lost the sell. Could I be because you didn’t handle your clients objection? Well, what could it be? You didn’t really understand the true value of what you are offering ponder.

What you did well and what you didn’t can just really help you to increase your clothing next round number three one: two with your sales mentor and see how they will have dealt with it. The best way to get fit is to really consult a mentor. After all, they have a lot more sales experience than you and that’s why they can give you advice a lot better than others. I remember last time when I first started closing high ticket item.

I have so much difficulty getting my clients to pay me a lift by bigger for the kind of service that I am offering and after consulting my sales mentor, he immediately spotted my mistakes and gave me the advice that I truly need to improve. On my closing and guess what ooh within one month became one of the top female closer and bring in at least five to six figure, every single sale, so mentorship can really give you the kind of tailor feedback that you need to help you to become a Much effective and charming closer and if you want to learn how you can also become a much more charming and effective closer do join my telegram blog because I will be revealing to you my advanced sales insights every single day.

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So all you need to do is to click the link below and join my telegram blog and if you find this article helpful remember to give it a thumbs up as well as share with people who can truly benefit from it. And with that, I wish you a charming and the wonderful day ahead. See you next time bye, bye,

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Sales Negotiating with Brandon Voss | Sale Expert Insights

My name is John Gollum from says pop online says magazine and pipeliner CRM, and today I’m joined by Brandon vos, who is the director of training and operations at Black Swan group? How you doing Brandon I’m doing very well, I’m happy to be be here with you today great and where are you today Brandon, so I’m just outside the DC area and in College Park, I’m actually in my home office.

I got my dogs here and the office sleeping here next to me, excellent, excellent, that’s a good way to that’s a good way to start your day. Okay, so Brandon tell me a little bit about how you got into negotiations, and especially, I want you to talk about how you have taken a unique approach of adop: adapting the FBI, hostage, negotiation techniques to the corporate space, all right, yeah, very good.

So obviously you know through my father Chris boss and author, I never split the difference that being exposed to how he communicated with people and learned to communicate with people at a young, age and III have a sales background myself before I was working with Black Swan. I did I did retail sales for Macy’s and business business sales with Verizon and so in to apply it in that environment and then being able to grow within the black swan group.

And you know, and this speech can’t ask for a better mentor for sure and obviously for those of you who may not know you know and Brenda’s dad. You know Chris is a hostage negotiator, a long time working with the the FBI and, and so you decided to take that hostage. Negotiation and adapted so tell me about how you would adapt something like that, because, obviously there’s a little bit, the stakes are a little bit higher in hostage negotiation than in an average sales negotiation.

Right I mean you, you would think right. We think about how how the stakes are higher, because there’s lives on the line and something that Chris always likes to mention and the guys I’ve been introduced to through him. They talk about how they know for a fact that business people have dealt with more irate individuals, yelling and and storming out and and and causing a scene, and they ever had to deal with in hostage negotiation.

And I think really it starts with just the approach right. So tell me about that. So how do you? How do you go into negotiate because number, one there’s different types of negotiations and, obviously more than that there’s different people have different approaches to negotiation. So when you go into a negotiation, how do you? How do you start so you can set it up as effectively as possible? Well, the biggest thing is you know if there’s any negatives that might be present, you want to get those out of the way early and and in human nature we want to deny negatives.

You know we want to say things like. I don’t want you to think we’re. Our price is too high and you know I don’t want you to think that we’re jerks and I want you to feel like we let you down and those those are actually denials of negatives and that’s that’s. What inflame the situation and our approach is really to address those first and then once you’ve gotten past that point you build trust and rapport you get to the place where we call trust based influence.

You get there quickly by sounding the other side out. You know Stephen Covey, put it great and seek first to understand, and that gets you a really long way really fast right, and so so, when you were, when you were going to negotiation, how do you I mean? Often you know your negotiation, sometimes with more than one person. So how do you uncover what what roles they’re they’re playing and also what their style is, because, obviously you have to adapt it to the different people right right? Exactly we talked about the different negotiator types.

The assertive, the accommodator and the analyst and plainly put it’s it’s a fight, flight or or make friends, and when people are backed into a corner and they got real skin in the game, their default response is going to be one of those three things and, and That said, you got a handle each one, a little bit differently and and then in a team negotiation, you’re. Obviously there’s a high chance you’re going to have multiples of each type at the table.

You know two or three assertive x’ and an accommodator. It could be, it could be a mix, oh yeah, that’s a big part of it and, and one of the first ways to really start identifying. It is just simply how they approach the negotiation or do they do. They sit down and they’re somewhat standoffish and they look like they’re waiting to hear what you have to say do they come in and they guys they want to lay down the groundwork.

You know they got objectives, they want you to know. They come right at that, or do they seem much more like? I don’t want to say beating around the bush, but the type that’s you know. I really want to focus on how the last three months been for you right. I mean you know. We’ve been we’ve become aware of you, you know, why do our things work and you know so there are different types of conversations and you got ta with that.

Accordingly, your circumstance drives your strategy right. So let’s take the assertive right, because that’s the one that probably throws people the most right. You know the the other two were probably a little bit more at ease with, even though we have us need to have strategies for dealing with them. So how do you deal with the assertive baby, the PERT? You go into negotiations and immediately they’re.

You know they’re up and they’re in your face and they’re ready to get going yeah. I think that’s a great question because again it’s human nature. Whenever we imagine going to the table, we imagine that that assertive you know shark, like a tagging person, that’s going to corner us right and how do we defend ourselves right? How do how do we grapple with that? That type of individual and really those those those types of people haven’t, have a real, deep internal desire to make sure that you hear them, I mean really where they’re coming from subconsciously is I want to make sure that this person hears me and I’m going to Do whatever it takes to make it happen, and it’s going to start by me being very directing and coming at them like a freight train, mmhmm yeah, that’s an interesting point.

So so, obviously, then the key is to allow them to be heard and kind of draw out what it is. That’s that’s that they really want to say right. Well, that’s exactly at me and you put it a great way because you know our negotiation approach starts with allowing the other side to be heard and for all intents and purposes, this type of negotiator plays right into that very well, because that’s all they want to Do and so some of it is you got to put your own justifications aside right.

It’s you, you know you want to get to the table and say your own piece. You got to let that go, especially when you’re dealing with this with this type. The other thing is as soon as they feel that they’re understood their trust, for you automatically goes through the roof. I mean it’s you instantly become. I can do business with this person because I can tell they get what I see mm-hmm. So the interesting thing about that is obviously, if you break through that, the negotiations can often then move forward.

Are they at a pretty good pace right now, when you have the analyzer on the other side of the table right, okay, so not so confrontational! You know much lower key, but then the frustration it can be on your side right because you’re going, oh, my goodness, is this person ever going to move or they’re going to analyze this to death? Yes, yeah! That’s that’s it right and analysts will self admit that you know they.

They have a paralysis by too much analyzation right, they’re, just say the analysis, paralysis and so and and one of the big things to understand what this type of person is number one they’re very skeptical in nature right. You know they’re very, very slow to trust and they need silence. They need time. You know the the the thing that they hate the most is to make a snap decision mm-hmm and they look at time.

As you know, the best use of time is is as long as it takes to get it right right. You know we had, we were doing it Kris and I were doing it. Try my dad – and I were doing a training recently with it with a great group and and something that that someone in that group mentioned to us is. I need to make sure that I can live with this decision three to five years from there. You know. That’s that’s a huge part of their thought process going in like it’s and and and the emphasis that they put on that is more just based on the way that they approach the process in general.

So this is the challenge, for you, then, on the other side of the table, obviously is to give them the space to do their analysis, but obviously, at the same time you also want to move them forward right and let’s face it when you’re in says in Negotiations, silence and giving people time in space. It doesn’t always come naturally to you right. We have an aversion to the silence part right I mean we can have talk about something and then maybe you’re and analyzer.

You need a few moments to processes, but we hate silence right, that’s that’s it! It’s a human nature response. We want to feel silence and if there’s sounds we feel like. Maybe we did something wrong. We might have said the wrong thing and with this particular type they naturally need time to process, and so you know that’s it when we talk about different types dealing with each other right, the accommodator only uses silence to show anger right.

An accommodator is so focused on a relationship you’re only going to go silent on you when they’re when they’re mad at you they feel like. I have you pushed me too far. I can’t do this anymore, and so in dealing with an analyst they’re going to go silent anyway and for an accommodator it’s. What did I do wrong? How did why did I, you know? Why did I make them with drunk? Where did I screw this up and then that that can be really hard on the mind in the moment and so number one going in, knowing that the analyst is going to need their time to process you, you can’t push them that’ll, just cause them to dig Their heels, they dig their heels in more and then, of course, their emphasis on on data, and so analyst analysts don’t want to negotiate.

But they love to have dispassionate conversations about facts right, and so you can get to that very easily by using the skill that we refer to as labels, because another thing about them them being very skeptical. Naturally they’re skeptical of questions. They don’t like to answer questions fully and completely because they’re afraid they may give too much up so tell me about the labels piece, then yeah, so the the label simply put it it’s a quick way to execute a bit of tactical empathy as it were, and And it’s a it’s simply a verbal observation or a statement that starts with it seems like it sounds like when looks like, or it feels like tremendous amount of people.

We work with having I’ve gotten a long way with using things like it feels like and so foundationally in the in the hostage negotiation world. This skill was used to hit on emotions. Specifically, we all know we can’t avoid emotions in negotiation right, there’s no way around it. So a simple label is something like it seems like you’re angry. It seems like you’re, very hesitant. You know those can get you very far very quickly right, because what I like about that is you’re, not you’re, not making a definitive statement you’re just saying well, this is what it feels like.

I’m maybe I’m wrong or tell me how you actually feel so you’re, giving it a you’re giving it over to the other person to to express how they feel so. Tell me about the accommodator right because, like most people would say, oh I’ve got an accommodator in the negotiation, I’m SAS. So why is that not? Why is that not true? So there’s there’s a lot of reasons and, interestingly enough and my personal opinions, and when I like to talk about this with clients and and and when we’re coaching of the three types, I think the accommodator actually has the least amount to learn.

As far as an application of tactical empathy or emotional intelligence, because they’re naturally built that way, they’re naturally built to really actually care about. You know what what you think and how you feel about stuff and the flip side of that is they’re seen in society as pushovers right, because an accommodator can get carried away with caring about you so much that they compromise their own position to take care of.

You, and so you know they can get this reputation of being pushed around and really the the dangerous the dangerous negotiator is, is a natural accommodator that has really learned how to analyze and assert when they need to so those those can be, very especially when they Come from the accommodator side, naturally they haven’t had to learn but um, but yeah they’re, I mean very powerful. I mean I would always want an accommodator at the table with me.

You know if I’m going into a team negotiation, I’m going to want to have an accommodator as a second mover, every time without question yeah. So it seems at the end of the day that if two effective negotiations you either need to learn and be able to adapt these different types at the right time or if that is something maybe you’re, just an assertive person who can’t do it, then you bring In somebody who can complement you, that’s that’s a great point.

I mean that’s a great point. I mean they. They say: there’s lots of studies out there that, in order to have a good team, you got to have people that think differently right. You can’t have a team made up of people to think to say not going to accomplish as much and so yeah. It’s a great point, that’s a great point and as far as executing yes, you have to incorporate all three styles and to what you do.

There’s there’s some directions: you’re going to want to lean a little bit heavier than others right, you’re going to want to be in the accommodator set, or at least tone of voice. More often than not, but really the focus is, how do we see it in other people right going back to understanding and looking at it from their point of view, we’re caught up in how we’re executing sometimes that actually right, the muscle memory doesn’t kick in.

So we got to build that muscle memory and we see the assertive okay. I know I got to go in with mirrors. I’ve got to sound them out for 10 or 15 minutes, because they’re going to have things they need to say right is it’s an accommodator? They may promise me too much. You know I got ta focus on calibrated questions that really dig into implementation right. How is that going to work? How are you going to make sure that happens? How do we incorporate all these different mindsets into this decision-making process, and so you know that you got it with that right, a circumstance going to drive your strategy yeah, and so do you think that enough people put put enough thought into what they want out of A negotiation because other people just go in to negotiate and they think it’s about one thing only and that’s about getting the best price on one side of the table or getting the lowest spear lowering the price or higher in the whatever.

But people tend to micro focus on that one outcome: that’s it yeah! It’s a great term microfocus yeah! We get. We get tunnel vision when we think that it’s only about one thing and the the black swan group, I mean the the name comes from the idea of finding the black swan finding that the piece of information that, if uncovered, would completely change your outcome, and we Say there’s at least three to five of those in every interaction, so you’re going with the idea of sounding them out, but really it’s it’s kind of a selfish purpose of I’m here to be smarter.

There’s things, there’s information that you have that there’s no way! I can get it unless you tell me, so how do I put you in a place where you trust me enough probably be able to expose some of that stuff and then once we aren’t an iron that out it’s going to completely change our destination. So if I’m caught up in the destination ahead of time, I may miss an opportunity to bend up in an even better place.

Yeah and let’s face it like people. Can people can tell when you’re just trying to push them over the finish line and when they’re not ready to go and it and like anybody? If somebody pushes you, what do you do you start to dig your heels in yeah, yeah, again, human, it’s a human nature response like a you. You will be obstinate just to prove a point. Yeah right i-i’ll hurt me because I know it hurts you and that’s good enough, so, which is the opposite of a win-win and at the end of day, at the end of the day at your negotiation, you should really be looking for a win-win here right.

Well, I think it you know it’s it’s. It even goes beyond that, because you know when win can easily be interpreted as both sides felt like they lost, so it was probably a good deal, and actually there are people out there. You’ll find that’ll say things like that, and and really more so it’s you know. I think we like to look we like to look at it is how do we both prosper at it? How do we make? How do we go beyond like we made such a great deal that you want to recommend this to people in your network, because our deal was so seamless? This things went so well right.

How do how do we turn this one deal into all of a sudden? Now we got a community of individuals and those communities are out there. You know in pockets, we’re all doing business together and we’re slowly starting to take over the world right. How do you get to that point? Which then, obviously, if you go to a process like that and have that kind of outcomes and your chance of getting referrals and all of that go up right? Because people have a good, have a good feeling? That’s exactly what they they refer to, that right.

It’s like the Platinum level of business development and that’s referrals, word-of-mouth and and the more you create that it’s a snowball effect, perfect, listen, Branden! This has been fascinating and we’re bumping up against the end of our time. But before we go, can you tell everyone a little bit more about you about the Black Swan group and how they can learn more sure, very good, so our website is www.

Pevs.Com out into this month, but one one big way we keep in touch with people is Through our we clean newsletter that comes out on Tuesday mornings at about 9:00 a.M. Your local time, so you can sign up on the website or you can text FBI empathy. That’s all caps! Fbi, empathy, one word two, two, eight two, two eight and it’ll prompt you to your phone to to sign up quick and easy. That’s a great way to keep in touch with what we’re doing and things we’re exposing community to fantastic, listen Brenda.

This has been great, been a pleasure talking with you. My name is John golden from sirs pop online says magazine, pipeliner CRM SEO for another expert interview really soon.

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How To Crush It In Sales As An Introvert | Sales Coaching For The Entrepreneur

So I seen the internet like so many people have this bargain about how you know: extroverted people or better at sales and introverted people, and what I’ve come to find. Is that that’s just not true. Actually, birds, you know, have their perks and then introverts have their perks and just because you’re, an extrovert doesn’t mean you’re any better than an introvert when it comes to sales or anything for that matter.

So I’ve been some research, and I dug into these different topics of you – know the strengths and weaknesses of introverts and then extroverts and I’ve come to find that it really doesn’t matter. I’m an introvert myself. I’ve always been a little shy when it comes to social interactions. Introverts tend to get really deep on subjects, so the all like the small talk and like outer layer communication isn’t really.

It doesn’t really click well with introverts, where with extroverts, they don’t really focus on the deeper layer of things it’s more of the outer layer. So, for instance, I have a friend who’s who’s, very extroverted. You know when we go to social gatherings. You know he’s really. The one that’s you know engaging the most. He you know attracts people into his conversation. You know loud funny, but the topic of conversation isn’t really deep layered, it’s really like outer layers.

So what do I mean by like outer layer? Well, you know he could be having a very you know, great conversation, but it’s about, like you know how drunk he got like a story of how drunk he got. One night, it’s very you know for introverts is not really a very captivating story, but you know at the social setting it’s very captivating, because it’s very outer layer, so outer layer in that particular scenario, is a story of having that drunk.

Let’s talk about like an inner layer, topic conversation for an introvert, an inner layer. Deep layer is talking about like how there’s corruption in politics and we go into depth about the reasons why this corruption, and because this happened. This is the result and they go like super super deep. So that’s like my my explanation of explaining the difference between like outer layer, extroverts and deeper layer introverts.

So let’s talk about sales. So, for me, like being really shy, not really like great social skills, when I get on the phone I’m terrified immediately, I’m always nervous, no matter what, even if I’ve done over thousands of phone calls, I still get nervous right. So let’s say I get on the call with a potential client. I you know, I cold called them and you know hey Dan. You know I was running through your website and everything looks awesome.

I wanted to discuss with you. You know if there’s any issues you’re having you know not with your business, I offer a lot of variety different services. I love to see how I can help you know pitching him. What I do, if I’m feeling like a little nervous that day I’ll start asking more questions what you should do, if you’re feeling shy if you’re very introverted like me, is ask questions, because people love to talk about themselves.

So if you’re asking questions you’re doing less talking and the person you’re on the phone with is doing the most talking so really all you’re doing is you’re just really listening to them. Listening to their problems, it’s seeing how you can come up with solutions for it. So that’s like a big tip. I would give introverts so if you’re doing sales calls or if you’re, just in normal social interactions like if you’re out like a networking event, is to ask questions, it’s very very important.

If you’re an introvert, you should be listening. 90 % of the time you don’t have to talk, you don’t have to come up with this amazing story. You don’t have to do this whole pitch. Just ask questions and listen. That’s like my biggest tip of advice that I can give introverts when it comes to sales networking anything that has to do with social interactions. So past questions guys, you got to be a good listener right.

There’s like the skill of listening that a lot of people take for granted, I mean I feel like most interactions. It’s always like each person’s trying to get their point across before the other person and there’s not really much listening going on like there, because they’re always constant trying to get your point across. So if you just like to take a step back, there person view and just like listen to the other person, you’ll be able to come up with a better topics.

Conversation better responses and you’ll also be less anxious because you’re actually listening to the person, rather than trying to think of like what you’re going to say next after they’re done speaking so listening is super super key. So when you get on the phone with a potential client and you’re, you know say introverted, you know explain to them. Why you’re calling today right, that’s important.

You can’t believe that part out, but then go right into questions. You know go right into questions asking them like you know, how’s, your business are there, any prongs are having what you better and then just listen. So honestly, listening guys, super-powerful ask questions very powerful, get to it, and that is my take on how to crush it. At sales as an introvert hope, you guys enjoyed the article.

Please leave a like. Please do the comment see you guys in the next one.

https://m.youtube.com/watch?v=-ftA50ftJOo

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Online Marketing

Best Sales Advice I Ever Received

So I got a real estate when I was 20 years old. It was 2002 and I was just very, very young. I just gotten out of doing roofing with my father. Actually I was still roofing with my father, because when I got my real estate license, I thought I’m done with that. I’m done roofing.

Now I’m just going to do real estate, so I quit roofing. I did real estate for 30 days, didn’t sell anything of course, and had to go back to roofing and do real estate part-time. So it took me eight months, eight long months to make my first sale and as a 20 year old you know. Eight months is a really long time, especially when you really want something I mean think about it: eight months as a 20 year old wanting to not be roofing and and instead to sell real estate for a living, it was a dream at that point, it was Something that I really there was not a plan B.

There was not a second option. I was going to make it work, but at the same time the pace that I was moving towards that goal at was so slow that almost seemed impossible. They really did. I knew that it was going to happen, but it still seemed so far away during that eight months I just was like. When is this going to happen? When is this going to breakthrough, but I knew that I wasn’t going to stop.

I knew that it was going to be a lot of hard work and I knew that I was going to continue to push through until I made it happen. So that’s what I did. I continue to push through, so my first broker in Gulf Shores Alabama. You know I was the kind of guy I was trying to be a sponge. I was just trying to learn from anyone that would tell me anything. I talked to all the agents at the office asking questions.

You know, how do you do this? How do you do that? What to say here what to do here? How did you do that? You know some of the agents will come in with really big listings to me back then, you know, 350,000 was a big listing and agents would come in with four and five hundred thousand dollar listings, and I would ask them you know: how did you get how In the world, did you do that? You know it just seems so crazy to me at the time, because I was just pounding away and just nothing was happening for me, so I had to just keep on going keep on trying to figure it out.

So at some point I realized that I could look up people’s phone numbers and start calling people okay, I started I turned into a phone call making machine. We actually called it phone call: festivals, yeah. I actually made the name phone call fest, where me, and maybe two or three other agents in the office that were also newer. We would get together in this room like a boiler room kind of situation, and we would just make calls all day call it a phone call fest, you know it made it sound fun.

We’d get in. There would make the calls we laugh. I remember the first time I used the line whenever a seller told me that they would never sell that they were just going to just keep it forever. They were going to die there. I forget what they said, but I responded and – and I said, okay you’re just going to keep it till the building crumbles, and I remember that everybody in that room laughed and laughed and laughed and left.

We had a lot of good times back then just laughs and cutting up having fun and that’s what it’s supposed to be like. It’s supposed to be fun when we do this, but the best advice that ever got was from my broker, because he saw that I was putting in all this work and he saw that. I was really trying and I went through these periods of time that I just became very just not. I was just you know frustrated, I guess you could say I just wasn’t you know.

Was it all the way in it? You know I was just kind of not depressed, but I was just feeling down. You know just just wondering why I can’t you know: do all these cells that all these other agents are doing in the office and my broker saw that I was a very hard worker and that I was moving in the right direction and he came to me And he gave me the best advice that I’ve ever gotten and I still think about it to this day, and so he sat me down.

We had a long conversation and he was asking me about you know what I was doing where I think I was having trouble and you know what what he could do to help me and at some point the conversation. I told him that you know just everybody’s telling me no everybody’s telling me no, no, no, no, no and I’ll tell you why. I think everyone was telling me no here in a minute, but that’s when he looked at me square in the eye, and he said you know what Ricky and here’s the advice he said, no doesn’t mean.

No, it means not right now, no doesn’t mean no, it means not right now and it was like a light bulb went off in my head and I was like wait a minute. You know all these people that are telling me no aren’t necessarily telling me no they’re just saying that they’re not interested right now in doing anything, and so, as I started to think back through all my conversations with prospects and how they said.

No and all this, and all that I started to also realize that the reason that they were telling me no, they tried to get off the phone really quickly or or what-have-you wasn’t because they may not been interested in doing a deal huh. They might have been interested in doing a deal right. Then it was the fact that my inexperience, in my lack of communication skills up to that point, didn’t put me in a position where I could make them feel comfortable with me and connect with them and communicate that I’m here to help you you know what can I do to help you, and so that was the very first step for me towards the relationships over transactions mentality that I have now that’s got me where I am that was.

That was the first moment the when I realized you know something about relationships now, as the story goes on. Of course, you know my rise and fall happened and the fall was because I was focused more on the deal, so I wasn’t 100 sent all in with the people the relationships. What can I do to help you? It was more about you know. Do you want to buy or sell, and during that time in the market it was so easy.

You just say: hey do you want to sell because your property is worth a hundred more thousand than it was last year, and so it was very easy. Everybody wanted to sell so the scripts back, then we’re totally different and you could get away with it because everybody stood to make fifty a hundred one hundred fifty two hundred thousand four hundred thousand you know. So there was so much equity that that that was built up so fast during that period of time that you didn’t really have to twist anybody’s arm.

You know to sell the property to make so much money, so that’s kind of how I got caught into that. You know transactions closings, you know, let’s just do the deal, do you want to buy? Do you want to sell and that ended up being the downfall for me, because I was so caught up in the deals, and I wasn’t even paying attention to the fact that there was a real human on the other side that that I could create a relationship With that would turn into repeat business referrals and referrals or referrals.

So when I lost everything he came back, you guys know the story. I came back and built my business on people not deals, and now I’m to the point where I am now where I can continuously consistently do those hundred deals a year as a single agent. Now, when I came back after working on the oil rig and roofing houses, losing everything came back in the business in 2008. That’s really when I started to realize what, when Berger, was telling me about that when a prospect tells you know, it doesn’t mean: no, it just means not right now and if you have that mentality when you’re talking to your prospects – and you realize you know that, There’s a possibility that this person could do business with you in the future.

They may want to do business with you in the future. They may love you. They may really like you. They may really want to get to know you more to see if there’s even a fit to do business in the future they’re, just not ready right now to do anything when you look at it like that, then so many doors open up when you’re making your Calls your going through your business and you’re following up and you just you’re thinking more about the people and what you could do to help them and and how everything’s going to play out long-term.

Now I did get a comment on the Facebook group. There was a post actually of a young lady who said you know, I’m making all these calls I’m spending money on on the dialer and all this, and you know I have people that tell me that they want to do something in a couple years. But how does that pay my bills right now, and so I’m going to link a article below that? I did about closed deals now. Okay, so you can go there and read that, but the moral of the story is: is that number one? I don’t think this agent has made enough calls to even collect enough data to judge the situation number one, but number two.

You have to understand what I’m saying in terms of okay, there’s going to be people that want to do deals later, two years down the road next month, six months, that’s going to be a paycheck later on; okay. That doesn’t help us right now. However, when we’re doing we’re supposed to do when we have faith in the process and when no closings happen every day and we’re talking to enough people we’re going to find the people that want to do deals today, don’t just think that making the calls is only Going to get you future business, it’s going to get you right now, business as well, and now you’re building your business for now to pay your bills and the future to build your wealth all at the same time.

And that, ladies and gentlemen, is what my philosophies and my coaching program is all about. If you’re new to my blog and you’re, not part of the zero diamond real estate coaching program, it’s completely free, it’s the first completely free real estate, coaching program on the face of the planet, there’s over 20,000 agents enrolled, and so many of them are crushing it And they’re doing this free of charge and all I’m doing is just advising you on how I built my business over the last 17 years.

I’m sharing that with you for nothing and then you guys can take it and go do what you want with it and so many agents so many agents. I have an agent in Texas who found me in November and he’s closed a million a month closed a million a month this year, every month, okay, amazing, I have another in Mississippi first year, real estate, for he just finished his first year in real estate closed A hundred and six deals following my program, so there’s definitely a lot of success stories.

Thank you guys. So much for continuing to grind continue to push continuing to message me right and tell me how it’s working for you and questions. I answer. Every single deal, mine, Instagram, so definitely hit me up there. Let me know what in the world I can do for you guys, comment below. Let me know what articles you want me to make and we’ll see you guys on the next one: let’s go

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